History

Telenor Pakistan is 100% owned by the Telenor Group, an international provider of high quality voice, data, content and communication services in 14 markets across Europe and Asia. Telenor Group is among the largest mobile operators in the world with over 179 million mobile subscriptions (Q1 2010) and a workforce of approximately 40,000. Telenor Pakistan is the country's single largest European investor, with investments in excess of US$2 billion. It acquired a GSM license in 2004 and began commercial operations on March 15, 2005. At the end of May 2010 it had a reported subscriber base of 23.65 million, and a market share of 24% making it the country's second largest mobile operator. Offering mobile financial services Telenor Pakistan acquired 51% of Tameer Microfinance Bank in November 2008. In 2009 it launched easypaisa to become Pakistans first telecom operator to partner with a bank to offer mobile financial services across Pakistan. Contributing to Pakistan's economy The company continues to contribute to Pakistan's economy. It has created 2,500 direct and 25,000 plus indirect jobs and has a network of 24 sales & service centers, more than 250 franchises and some 150,000 retailers, thus providing a means to livelihood to thousands. For 2009 it is estimated that Telenor Pakistan contributed Rs20 billion in various forms of direct and indirect taxes to the economy of Pakistan. Internet service provider Telenor Pakistan provides wide EDGE connectivity across the country. It has one of the largest data networks (GPRS) in Pakistan providing Internet services to customers. Today

Telenor Pakistan has grown to become a leading mobile communications services provider of the country. Telenor Pakistan's corporate headquarters are in Islamabad, with regional offices in Karachi, Lahore, Faisalabad, Multan, and Hyderabad. Corporate Responsibility Telenor Pakistan's flagship corporate responsibility program, Khuddar Pakistan, aims to create dignified opportunities for persons with disabilities. The purpose is to become the most disabled-friendly organization in Pakistan in terms of employment, service, and community support. Environmentally conscious Telenor Pakistan has taken and continues to implement a number of environmentally-friendly initiatives. These include mainstreaming energy efficiency and alternate energy solutions, and implementing occupational health & safety practices that comply with international standards.

International View
Telenor
is one of the largest mobile operators worldwide with ownership interests in 12 mobile operators across Europe and Asia, constituting a total subscriber base of 82.7 million at year-end 2005.

Telenor

is Norway's largest telecommunications company and one of the fastest growing providers of mobile communications services worldwide. Telenor is also the largest provider of TV services in the Nordic region. In 2005, 57% of the Group's revenues were derived from the mobile operations. Telenor has mobile operations in some of the world's fastest growing markets, and the home market, Norway, is one of the most advanced in the world today. Group revenues for 2005 reached NOK 68.9 billion - a growth of 14 per cent compared to 2004. At year-end 2005, Telenor employed 27,600 people (man-years) - 16,700 of whom were employed outside Norway. In the second quarter of 2006, Telenor's revenues increased by 37 per cent compared to the second quarter of 2005, reaching NOK 22.6 billion. Profit before taxes was NOK 3.9 billion.

Telenor Telenor

is a leading provider of communications services and one of the largest mobile operators worldwide. is making a systematic effort to ensure that all its activities are carried out in a responsible manner.

Telenor wishes to have an open

players in the stock market.

dialogue with shareholders and other

Telenor's Board of Directors

The Board is responsible for the management of the company and the proper organization of the operation, including a responsibility to supervise the companys management. Thorleif Enger (Chairman) was elected to the Board on 1 October 2001 and was made Chairman on 6 March 2003. He is Chief Executive Officer of Yara International ASA. He began working for Norsk Hydro in 1973 and has held a number of positions in the company. Mr. Enger is a member of ABB's corporate assembly. Bjrg Ven (Vice-Chairman) was elected to the Board on 1 October 2001. She is a solicitor with attendance rights at the Supreme Court in Norway, and since 1980 has been a partner in the law firm, Haavind Vislie, in Oslo. She is Chairman of the Appeal Board of the Oslo Stock Exchange and the Appeal Board for Public Acquisitions. John GiverholtWas elected to the Board on May 8, 2003. He is presently Chief Financial Officer of Ferd AS and has previously held leading positions in Arthur Andersen, Actinor, Norsk Hydro, DnB and Orkla. He has a B.Sc. from the University of Manchester, England and is a state authorized public accountant in Norway. Jrgen LindegaardWas elected to the Board on 1 October 2001. He is the Chief Executive Officer of the airline company SAS. Lindegaard's background is in the telecommunications industry, and since 1975 he has held managerial positions at Fyns Telefon A/S, Kbenhavn Telefon A/S and TeleDanmark A/S. He was Chairman of the Board of Sonofon Holding A/S until 2004. Hanne de MoraWas elected to the Board on 18 June 2002. Her work experience includes Den norske Credit bank in Luxembourg and Procter & Gamble in Geneva and Stockholm. She has been a partner with McKinsey & Company since 1996. Since June 2002, she has run her own management resource firm in Switzerland. Liselott KilaasWas elected to the Board on May 8, 2003. She is presently managing director of Zenitel ASA. She has previously held leading positions in the oil industry, PA Consulting Group and Stento AS and is currently a board member of Norges Bank. Paul Bergqvist Was elected to the Board on 7 April 2005. Bergqvist currently serves as managing director of Carlsberg Sweden. Since 1971 he has held managerial positions in industrial companies such as

Husqvarna and Pripps/Ringnes/Carlsberg. Bergqvist has extensive experience from having served on a number of boards of international companies. Bergqvist has a B.Sc in Engineering and has studied Economics at MBA level.

Harald Stavn Was elected to the Board on 20 June 2000 as an employee representative. Mr. Stavn joined Telenor in 1974 and has held various engineering positions. He is a board member of Telenor Pensjonskasse (Pension Fund), member of the executive board of NITO (the Norwegian Society of Engineers) and employee representative for NITO in Telenor. Mr. Stavn has a technical education from the Technical College of Norwegian Telecom and was also educated as a business economist. Per Gunnar Salomonsen Was elected to the Board on 1 November 2000 as an employee representative. Mr. Salomonsen began working for Telenor in 1973. He has held various positions in Telenor, most recently as operations engineer. From 1995 to 2000, he was a board member of Telenor Nett Irma Tystad was elected to the Board of directors on 20 June 2000 as an employee representative. Ms. Tystad began working for Telenor in 1962 and has served as a board member of Telenor Plus since 1995 and of Telenor Pensjonskasse (Pension Fund) since 1997. She is the group employee representative for Kommunikasjonsforbundet (Union of Communications).

Telenor's CEO
The Chief Executive Officer (CEO) is in charge of the day-to-day management of operations at Telenor ASA and in the Telenor Group. Jon Fredrik Baksaas, President and CEO - has been President and CEO of Telenor since 21 June 2002. He joined Telenor in 1989. During his tenure with Telenor, Baksaas has served as Finance Director, Executive Vice President and CEO of TBK A/S (a wholly-owned Telenor subsidiary), before serving as Group CFO from November 1994 until 1997 when he was appointed Deputy CEO. Before joining Telenor, Baksaas held finance-related positions in Aker AS, Stolt-Nielsen Seaway and Det norske Veritas. He is also a board member of Svenska Handelsbanken AB.

Telenor's Group Executive Management

The Group Executive Management consists of heads of key business areas and functions at Telenor. Arve Johansen, Senior Executive Vice President/Deputy CEO and Head of Telenor's Asia operations - has served as Senior Execute Vice President/Deputy CEO and Head of Telenor's Asia operations since January 2006. Mr. Johansen joined Telenor in 1989 and has held a number of positions in the Group. He has served as Senior Executive Vice President and Head of Mobile from 1999 to 2005 and was Chief Executive Officer of Telenor International AS from its inception in 1993 to 1999. Prior to joining Telenor, Mr. Johansen was employed at EB Telecom (Ericsson Norway), where he served as Executive Vice President and at the Norwegian Institute of Technology, as a research engineer at ELAB. Mr. Johansen received his M.Sc in Electrical Engineering (Telecommunications) from the Norwegian Institute of Technology in 1973 and participated in the Program for Management Development at Harvard Business School in 1988. Morten Karlsen Srby, Executive Vice President and head of Telenor's Nordic mobile and fixed network operations - has served as Executive Vice President since January 2003. Since January 2005 he has held the position as head of Telenor's Nordic mobile and fixed operations. Mr. Srby joined us in 1993 and has since held a number of senior positions in Telenor, including Deputy Chief Executive Officer of Telenor Mobile and General Manager of Telenor International AS. He has previously worked at Arthur Andersen & Co in Oslo. Mr. Srby holds a M.Sc in Business administration and is a state licensed public accountant (Norway).

Jan Edvard Thygesen, Executive Vice President and Head of Telenor's Central/Eastern European operations - has served as Executive Vice President since 1999. Since January 2006, he has served as Head of Telenor's Central/Eastern European operations. Since joining Telenor in 1979, Mr. Thygesen has held various positions, including Chief Executive Officer of Sonofon, Executive Vice President and General Manager of Telenor Nordic Mobile, Executive Vice President of Telenor Mobil, President of Telenor Invest AS, Executive Vice President of Telenor Bedrift AS and President of Telenor Nett AS. He has also served as President of Esat Digifone and Televerket. Mr. Thygesen holds a B.Sc in Electronics and Telecommunications from the Norwegian Institute of Technology. Stig Eide Sivertsen, Executive Vice President and head of Telenor's Broadcast operations - has served as Executive Vice President since 1999. He is head of Telenor's Broadcast operations. Mr. Sivertsen joined the Company in 1997 as the Director of Finance and chief accountant for Telenor Link AS. Mr. Sivertsen previously held positions as Chief Executive Officer of Nettavisen AS and Chief Financial Officer of Petroleum Geo-Services ASA and Schibsted. Trond . Westlie, Executive Vice President and Chief Financial Officer (CFO) - has been Director of Finance at Telenor ASA. He is a Certified Public Auditor and was educated in Norway. Westlie joined Telenor in 2004, coming from Aker Kvrner ASA, previously Aker Maritime ASA, where he was Executive Vice President and CFO. He has previously held a number of positions at Aker RGI ASA, including Executive Vice President Business Development and Senior Vice President Investor Relations. Bjrn Magnus Kopperud, Executive Vice President and Head of Human Resources - has served as Executive Vice President since January 2006. Since 2003 he has served as Head of Group Human Resources. Mr. Kopperud joined Telenor in 1994 and has held a number of senior positions at Telenor, including Executive Vice President of Telenor Mobile AS, Managing Director at Telenor Global Services AS and Managing Director at Telenor Global AS. Mr. Kopperud holds a Master of Science in Computer Science from the Norwegian Institute of Technology and has additional qualifications from Business management. Ragnar H. Korsth, Executive Vice President and Head of Global Coordination - has served as Executive Vice President and Head of Global Coordination since January 2006. Mr. Korsth joined Telenor in 1997, and has held a number of senior positions, including Chief 8

Operating Officer of Telenor International Mobile, Chief Financial Officer of Telenor Mobile and Finance Director at Telenor International. Mr. Korsth holds a Master of Science in Business Administration from the Norwegian School of Economics and Business Administration in Bergen and has additional qualifications as Certified Financial Analyst (EFFAS) from the Norwegian School of Business and Administration.

Corporate Governance
Telenor
considers good corporate governance to be a necessary requirement for value creation and trustworthiness, and for access to capital. In this context good corporate governance means open interaction and cooperation among the company's owners, the Corporate Assembly, the Board and Group Executive Management, as well as other interested parties such as the Group's employees, customers, suppliers, creditors, public authorities and society in general, etc.

National View
Telenor
acquired the license for providing GSM services in Pakistan in April 2004, and has launched its services commercially in Islamabad, Rawalpindi and Karachi on March 15, 2005. The official opening was held in Islamabad with the President of Pakistan General Pervez Musharraf as the guest of honor and a Telenor delegation headed by CEO Telenor Jon Fredrik Baksaas. On March 23, 2005 Telenor started its services in Lahore, Faisalabad and Hyderabad. Telenor has become the second largest cellular network in Pakistan.

Telenor
offices

has its corporate headquarters in Islamabad, with regional in Karachi and Lahore.

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The license terms stipulate that by year 4, Telenor will cover 70% of Pakistan's 297 administrative Tehsil headquarters

Telenor

is proud to build mobile communication infrastructure in Pakistan and looks forward to combining its experience in mobile technology with the local Pakistani high level of competence.

Telenor

has successfully signed interconnect agreements with all four incumbents during December 2004, allowing its subscribers to exchange voice and data with subscribers on all active mobile networks including Paktel, Instaphone, Ufone, Mobilink and Warid. Upon the successful set up of our LDI unit, Tore Johnsen CEO and President of Telenor Pakistan, and Kjell Nordbo, CTO, made the first official TP international call to Norway. In addition to recruiting hundreds of people, Telenor established its Call Center on January 28 in Lahore.

VISION
Our Corporate DNA
At Telenor Pakistan, our lives are made up of our Corporate DNA i.e. our Vision and Values. We believe that competencies influences a person what he or she is.

Vision

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Our vision is simple: we exist to help our customers get the full benefit of communications services in daily life. The key to achieving this vision is a mindset where every one of us works together. Making it easy to buy and use our services. Delivering on our promises; being respectful Of differences; inspiring people to find new ways. Get this right and Telenor will be a driving force in modern communications and customer satisfaction.

Telenor's primary goal is to create greater value for our shareholders,

customers, employees and partners, and for society in general. We strive to be a driving force in creating, simplifying and introducing communication and content solutions to the marketplace. In order to achieve this goal, Telenor base its strategy on its customer oriented vision, ''Here to Help'' as well as its core values, ''Make it easy, Keep promises, Be inspiring' and Be respectful".

Core Values
Make it Easy
Were practical. We dont over complicate things. Everything we produce should be easy to understand and use. No waste. No jargon. Because we never forget were trying to customers live easily. 12

Keep Promises
Everything we set out to do should work, or if you dont get it, were here to help. Were about delivery, not over promising actions not words.

Be Inspiring
We are creative. We strive to bring energy into the things we do. Everything we produce should look good, modern and fresh. We are passionate about our business and customers.

Be Respectful
We acknowledge and respect local cultures. We do not impose one formula worldwide. We want to be a part of local communities wherever we operate. We believe loyalty has to be earned.

Goals
Telenor's main goal is to create value for shareholders through serving
the customers, employees, and the general public interest. In a long-term perspective, a strong market and customer focus, as well as a strong commitment to our employees and to society, will provide the best platform for creating incremental Values shall be created through profitable and robust growth. Such growth shall be based on the development of solutions that simplify

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the use of, and strengthen communications technology.

the

usefulness

of,

advanced

Telenor

shall contribute to give customers greater freedom of choice

and more options. Telenor's solutions shall simplify people's workday, make businesses and activities more efficient, and increase their competitive powers.

Telenor's primary goal is to create greater value for our shareholders,

customers, employees and partners, and for society in general. We strive to be a driving force in creating, simplifying and introducing communication and content solutions to the marketplace. In order to achieve this goal, Telenor base its strategy on its customer oriented vision, ''Here to Help'' as well as its core values, ''Make it easy, Keep promises, Be inspiring' and Be respectful".

Mission
We will aim to offer services that support and improve your daily life. We will make sure our services are easy to use and our prices transparent and understandable.

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We will only communicate in an honest and truthful way. We will treat you with respect and friendliness and give prompt and informed service. We will protect your personal information and respect your right to privacy. We will listen to and value your feedback.

Strategy
Telenors strategy is to strengthen the performance of the local mobile
operations in the Nordic region, Eastern and Central Europe and Asia 15

by combining responsiveness.

Group

industrialization

with

local

drive

and

Further, to develop its leading position in the Nordic region with a broad range of communication services. This strategy implies the following focus areas: To strengthen the position as an international mobile operator To strengthen the position in the Nordic region To be the leading provider of communications services in Norway To continue to be the leading distributor of TV services to consumers in the Nordic region Non strategic companies

Corporate Governance
Telenor
considers good corporate governance to be a necessary requirement for value creation and trustworthiness, and for access to capital. In this context good corporate governance means open interaction and cooperation among the companys owners, the Corporate Assembly, the Board and Group Executive Management, as well as other interested parties such as the Groups employees, customers, suppliers, creditors, public authorities and society in general, etc. The presentation given herein is seeking to reflect that Telenor, when engaging in corporate governance, includes all these interested parties in an integrated and comprehensive way. Earning public trust is essential for all companies. When submitting reports, Telenor provides both financial and non-financial information, emphasizing transparency so that interested parties may be able to make informed decisions. Telenor also focuses on individual responsibility and personal integrity values that will be promoted by concentrating on value-based leadership and business ethics. Social, competitive and industrial development will involve changes and

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restructuring. Flexible employees and a pliable organization will be pivotal in achieving a successful development.

Telenor is subject to rules and regulations applicable in Norway as well

as the countries where the Group conducts business. Telenors shares are listed on the Oslo Stock Exchange and NASDAQ in the US. As an issuer of shares the company must comply with both Norwegian and US stock exchange rules. Listing on NASDAQ involves compliance with regulations promulgated by the Securities Exchange Commission and NASDAQ, and the Sarbanes-Oxley Act (SOX), which includes strict requirements and internal controls relating to financial reporting.

Telenors

good corporate governance principles are formulated independently. However, rules, requirements and recommendations to which the company is subject are included in the overall framework for good corporate governance. The Group Executive Management is responsible for ensuring the existence of internal rules, procedures and structures which can efficiently secure value creation, and where i.e. authority and responsibilities are clearly set out and mutually understood.

Telenors code of Conduct

This is Telenor's global Code of Conduct: 1. GENERAL GUIDELINES
Corporate ethics are about more than avoiding contravention of any law; they are about how we behave towards each other and the outside world. Everybody associated with Telenor is responsible for 17

following the rules and guidelines that build on Telenor's basic values and that form attitudes we can be proud of. At Telenor, we want everyone to be involved in this and help create a sound corporate culture based on satisfaction and security.

Telenor's

guidelines for corporate ethics apply to members of the board of directors, managers and other employees of Telenor as well as others acting on behalf of Telenor. It is the line managers' responsibility to make sure everybody is aware of, and complies with, these guidelines. As a Telenor employee, it is your duty to read and follow the guidelines. Those who infringe Telenor's rules and guidelines must be prepared to face the consequences that are in line with the infringement's type and scope. It is Telenor's policy to comply with all applicable laws and governmental rules and regulations. It is the personal responsibility of each to adhere to the standards and restrictions imposed by those laws, rules and regulations

Human Worth

Telenor supports the international human rights as outlined by the UN

declaration and conventions. No one shall in any way cause or contribute to the violation or circumvention of human rights. We place great importance on ensuring the compliance with employees' basic human rights as outlined in the International Labor Organizations core conventions.

Working Environment

Telenor

shall be a professional and positive workplace with an inclusive working environment. Therefore, you shall behave with respect and integrity towards anyone you come into contact with through your work. You shall help create an environment free from any discrimination, be it due to religion, skin color, gender, sexual orientation, age, nationality, race or disability and free from bullying, harassment or similar. We do not tolerate any behavior that can be perceived as degrading or threatening.

Health and the Environment

Telenor

shall be a pioneer in the field of health, safety and environment so as to promote high levels of satisfaction and good health. You share a responsibility for achieving this goal.

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Loyalty, Impartiality and Conflict of Interests

Telenor

respects the individual employee's right to a private life and private interests, but demands openness and loyalty to the group and the group's interests. You shall not take actions or have interests that make it difficult to perform your work objectively and effectively. Service to Telenor should never be subordinated to personal gain and advantage. Conflicts of interest should, wherever possible, be avoided. You shall never take part in or attempt to influence a decision or settlement if there is a conflict of interest or other circumstances exist, which could give grounds to question one's impartiality. Conflicts of interest could involve, but are not limited to, customers, suppliers, contractors, present or prospective employees, competitors or outside business activities. Should a conflict of interest arise you shall on your own initiative evaluate and notify your immediate superior of your partiality or the conflict of interest.

Confidentiality
Every employee in the group has a duty of confidentiality by law and written agreement. You shall keep confidential all corporate and other matters that could provide third parties unauthorized access to confidential information, and exercise caution when discussing internal affairs so as to avoid being overheard by unauthorized persons. The duty of confidentiality also applies after the conclusion of employment or contractual relationship with Telenor for as long as the information is considered to be of a sensitive nature or in any other way confidential.

Protection of Personal Data

Telenor's processing of Personal Data shall be subject to the care and

awareness which is Required according to law and regulations and relevant for information that might be sensitive, regardless whether the data refer to customers, employees or others. Processing of personal data should be limited to what is needed for operational purposes, efficient customer care, relevant commercial activities and proper administration of human resources

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Intellectual Property
Intellectual property such as know-how, methodology, concepts and ideas are important to Telenor's success in the market. If you are involved with the group's intellectual property you shall protect and administer it in the interest of the group. You shall also respect the intellectual property rights of others and seek to avoid contravention of such rights. Unless otherwise specified by law or orders from public authorities, you shall not make corporate secrets or other important information available to unauthorized persons before obtaining a signed confidentiality agreement from each of those persons.

Property and Assets

Telenor's

property and assets, e.g. buildings and equipment, shall be managed and safeguarded in an appropriate manner. You shall observe the group's security requirements concerning access to and use of the group's facilities, IT resources and access to electronic resources and documents. The group's equipment and property may only be used for personal purposes if agreed in connection with the employment or as a result of Telenor's rules and guidelines.

Nature and the Environment

Telenor

shall be a pioneer regarding environmental protection, by minimizing environmental damage and by developing, promoting and utilizing environmentally friendly technology. You shall bear in mind the environmental effects work-related activities have on nature and the environment and shall choose environmentally friendly solutions as far as this is possible.

Information That May Affect the Stock Price

As a publicly listed company, Telenor is subject to strict rules concerning the handling of non-public information that may affect the market price of Telenor shares and other financial instruments issued by Telenor. In this context, the deciding factor is how a normal investor would have reacted to this information. If you have such information about Telenor, it is your responsibility to prevent access to it by unauthorized persons and/or disclosure before it has been received by the stock exchange and made available through the stock exchange's information system. 20

If you have or receive information that may affect the stock price, you shall not trade in the financial instrument/share before the information has been made public or ceases to be sensitive. You must not provide such information to anyone, directly or indirectly, except those who have a real need for the information in order to perform their duties.

Information, Communication and Contact with the Media

All information from Telenor shall be reliable and correct, and maintain high professional and ethical standards. All of those who, through their work, deal with information are responsible for meeting these standards. Communication with the media, the public and the financial markets shall take place in accordance with established guidelines and routines and satisfy the regulations and practice applicable to publicly listed companies.

Expertise and Authority

All decisions shall be made at the appropriate level in accordance with the applicable regulations concerning authority. You may only obligate a company vis--vis others if you hold such special authority, and you must at all times keep within the limits of your authority.

Accounting

Telenor's

accounting shall ensure that all transactions are correctly registered in accordance with Norwegian law and good accounting practice. You shall follow the group's regulations concerning the registration of transactions and proper documentation and you share a responsibility for ensuring that business transactions are fully and correctly reported and documented, and in accordance with applicable accounting practices. The annual accounts and interim accounts shall be in accordance with the law, IFRS and good accounting practice.

Reporting and Disclosure

Telenor's reporting shall in all material respects comply with applicable

laws and regulations and be full, fair, accurate, timely and understandable. If you are involved in Telenor's disclosure process you are required to 21

be familiar and comply with Telenor's disclosure controls and procedures and internal controls over financial reporting, to the extent relevant to your responsibility, so that Telenor's public reports and documents filed with Oslo Brs and the US Securities and Exchange Commission (SEC) and other public communications comply.

Internal Control

Telenor

shall have good internal controls that ensure that the group's goals and strategies are fulfilled and complied with. Internal controls shall ensure that the business processes are at all times efficient and carry an acceptable level of risk, that physical and intangible assets are safeguarded and utilized, that financial information is correct and timely.

2. RELATIONS WITH CUSTOMERS, SUPPLIERS, COMPETITORS AND PUBLIC AUTHORITIES

Customers shall be met with insight, respect and understanding. You shall always try to fulfill the needs of the customer in the best possible manner, within the guidelines for corporate ethics that apply to the business. Customer's personal information shall be protected in accordance with the relevant laws on protection of personal data. Suppliers shall be treated impartially and justly. Suppliers in competition for contracts with Telenor shall at all times be able to trust Telenor's selection processes. When selecting suppliers you shall therefore follow the group's established guidelines and routines at all times.

Telenor's

competitiveness in the market is based on good products and services at the right price. You shall always meet the group's competitors in an honest and professional manner. Public authorities shall be met in an appropriate and open manner. Public information about the Group shall only be supplied by Telenor's management or by the person responsible for public communications, unless otherwise agreed.

Competition

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Telenor wants fair and open competition in all markets, both nationally
and internationally. Under no circumstances shall you cause or be part of any breach of general or special competition regulations, such as illegal cooperation on pricing, illegal market sharing or any other behavior that is in breach of relevant competition laws.

Corruption and Bribery

Telenor

is firmly opposed to all forms of corruption. You shall never offer or accept illegal or inappropriate monetary gifts or other remuneration in order to achieve business or personal advantages for yourself or others. Nor shall you use agreements with middlemen to channel payment to anyone in such a way that may be interpreted as corruption.

Gifts and Business Courtesies

You shall always exercise caution in relation to offering or accepting gifts and business courtesies. You shall not accept gifts or other remuneration if there is reason to believe that its purpose is to influence business decisions. If in doubt, always consult your immediate superior.

Money Laundering
Telenor is firmly opposed to all forms of money laundering and shall take steps to prevent its financial transactions from being used by others to launder money.

3. RELATIONS TO EMPLOYEES' PRIVATE INTERESTS AND ACTIONS

As an employee of Telenor you shall not hold another position or carry out work for others during working hours without prior express written permission from your superior.

Duty, positions and ownership of external businesses

Engagements in external duties and positions are positive, but their scope or type must not affect your working relationship with Telenor or come into conflict with Telenor's business interests. Board duties, consultancy for or ownership of customers', suppliers', joint-venture partners' or competitors' businesses as well as duties and positions of a scope or nature that can affect your working relationship with 23

Telenor shall be expressly agreed in writing in advance by your immediate superior.

Telenor does not give support to political parties, either in the form of
direct financial support or paid working time. Employees who take part in political activities will be granted leave from their work in accordance with the law and any agreements.

4. REPORTING AND ACCOUNTABILITY

Should you become aware of an infringement of Telenor's rules and guidelines, you should raise this issue with your immediate superior. If this is not possible you should report the infringement directly to the Compliance Officer. Incidents may be reported confidentially to the Compliance Officer if desired. Failure to do so is itself a breach of this Code. Reporting to the Compliance Officer: Telenor ASA Compliance Officer NO-1331 Fornebu Norway E-mail: compliance@telenor.com Tel.: +47 678 90 000

Telenor does not allow reprisals of any kind against those who, in good
faith, report an infringement or suspicion of an infringement of the rules or guidelines. Any questions relating to how this Code should be interpreted or applied should be addressed to Telenor's Compliance Officer. The Board of Directors shall take all action it considers appropriate to investigate any violations reported to it. If a violation has occurred, Telenor will take such disciplinary or preventive action, as it deems appropriate, after consultation with the Board of Directors, in the case of a director or executive officer, or after consultation with Telenor's Compliance Officer, in the case of any other employee.

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Any changes to or waivers of this Code for executive officers or directors or other employees of Telenor may only be made by the Board of Directors and must be promptly disclosed .

5. CONFIRMATION
I hereby confirm that I have read and understood Telenor's Code of Conduct. I am familiar with the fact that this code is revised once a year, and that I am obliged to keep myself updated on possible changes. Date: Name (printed letters): Employee number: Signature:

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Telenor's Anti Corruption Regulation

Telenor
is against corruption. Telenor's Guidelines for Corporate Conduct state that employees shall not in any way be party to, assist in or be involved in corruption.

General
This regulation outlines various forms of corrupt activities that Telenor's employees shall not become involved in and indicates how they should act in situations where there is a suspicion or danger of becoming involved in an act of corruption. Corruption is not an unambiguous term, but the essence of corrupt operations is the illegal buying or selling of decision-making authority. Typical features of corrupt activities are: Abuse of the power which accompanies a position in an organization; An undue advantage (bribe) being offered, given, demanded or accepted in order to perpetrate the abuse; The agreement between the involved parties is secret.

Bribes
It is prohibited to offer, give, ask for or accept any form of bribe. In this context a bribe is when someone attempts to influence a party's business decision in an improper or illegal manner by offering that person some form of advantage. Central to the assessment of whether or not a bribe is present is the value of what is offered, the motives of the party making the offer, whether there is openness within the organization regarding the matter and the circumstances in general. If attempts are made to buy or sell decision-making authority by giving an inappropriate gift, or if that which is given could improperly influence the recipient's freedom to act or reach a decision, it may be a bribe. It is unimportant whether the advantage is given directly to the decision-maker or to others, or if it is pecuniary or non-pecuniary. Customary business related gifts are not bribes and you may give or receive such gifts. The same applies to participating in or

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sending/accepting invitations to customary business related gatherings, such as dinners, lunches or other forms of representation. Telenor does not normally consider expensive gifts as customary in a business context and for this reason you may not give or receive expensive gifts without prior consent from your immediate superior. The same applies to participation in or invitation to beyond the ordinary expensive arrangements such as travels or similar. If from a business point of view it is necessary for you to attend such an arrangement Telenor will normally cover the expenses. A gift given or received or an arrangement made in connection with contract negotiations or similar situations is more likely to raise doubts as to its ability to improperly or illegally affect the recipient's business decision and therefore you should exercise extra caution in such situations. If you are in doubt as to whether or not you may give or receive a gift, service or similar, contact your immediate superior for clarification. Such enquiries and clarifications should be documented.

Facilitation Payments
Facilitation payments are normally small amounts paid to secure or expedite the performance of a routine or necessary action to which the payer has legal or other entitlement. In some countries such payments are commonplace. However, the distinction between facilitation payments and bribes is not clear, and accordingly extra caution should be exercised prior to making such a payment. Facilitation payments shall be avoided as far as possible. Prior to making such a payment, an assessment should be made to ensure that it does not give Telenor an unfair advantage or jeopardize Telenor's reputation. The assessment shall be carried out by those making the payment and should be documented. All payments are to be documented and are to be entered in the accounts precisely and accurately.

Middlemen
In this context middlemen are external advisors, consultants or similar who act as a liaison or point of contact between Telenor and a third party.

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The use of middlemen is normal and desirable in many circumstances. Due care should be exercised with respect to the selection and use of middlemen so that Telenor does not become involved in corruption. When selecting middlemen the Telenor employee responsible for entering into the agreement must ensure that the middleman's reputation and expertise is satisfactory. Middlemen are to maintain the same ethical standards as those of Telenor. When it is possible the agreement regarding the execution of the assignment shall be in writing. Remuneration shall be commensurate to the service provided. All payments to middlemen shall be documented and are to be entered in the accounts precisely and accurately.

Use of Lobbyists
Lobbyists are a special category of middlemen who are normally used to influence decision makers with public authorities, international organizations, etc. The use of middlemen in such circumstances is legitimate and often desirable. However, Telenor shall not be involved in the illegal influencing of decision makers through middlemen. Accordingly it shall be formally stated in the assignment contract that the middleman is not to conceal the fact that he or she represents Telenor from the party for which he/she is lobbying. In addition please see point four, second, third and fourth paragraph of the above regulations regarding middlemen. These also apply to the use of lobbyists and similar.

Relationship to Public Authorities

To avoid any suspicion that Telenor attempts to influence public authorities, international organizations, etc. in an improper or illegal manner, Telenor employees shall exercise extra caution with respect to gifts or organizing arrangements. If gifts are to be given to or arrangements made for representatives of public authorities, these shall be assessed as to their suitability, which includes the gift's value in relation to what the recipient may legitimately accept as stipulated in the recipient's organizations internal regulations, whether there can be openness within the organizations regarding the matters and the circumstances in general. The assessment shall be carried out by the person responsible for giving the gift or organizing the arrangement.

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If you are in doubt as to whether you may give a gift or send an invitation to an arrangement, contact your immediate superior for clarification. Such enquiries and clarifications should be documented.

Notification Obligation
If you find yourself to be in a situation where there are grounds to believe that corruption exists you must immediately inform your immediate superior or, if that is not possible, inform Telenor's Compliance Officer.

Management
Tore Johnson, CEO& President - With over 30 years experience working at Telenor, Tore has spent a considerable amount of time on international assignments for the company including Europe, Central Asia and Asia. His most recent position in Asia was heading Digi (as CEO), Telenors Malaysian mobile company. Tore took over as CEO of Telenor Pakistan in August 2004. He has Masters in Electronics from the University of Technology, Trondheim, Norway. Irfan Wahab Khan, EVP Corporate & Regulatory Affairs - Irfan heads the Corporate & Regulatory Affair Division and supervises Regulatory, Legal, External Affairs and Communication functions. He has extensive international experience in mobile cellular industry and has worked at Orange UK, T-Mobile USA, Telecordia Technologies USA, Nortel Networks, Ericsson Philippines, and the Ministry of IT & Telecom, Pakistan. He holds the distinctions of having served as a Director on PTCL's Board and Vice Chairman of GSM Alliance, North America. Irfan holds a Bachelors degree in Electrical Engineering from University of Engineering and Technology, Lahore, and a Masters degree in Mobile Communications from University of Westminster where he was also awarded "Student of the Year".

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Peter Dindial, CTO/ VP Technical - With 19 years experience in the telecommunications industry, Peter started his career with British Telecom (BT) in the UK, including 10 years on international assignments. Peter has worked with Star Hub in Singapore and Ericsson in Malaysia. Prior to joining Telenor Pakistan, he was the Chief Operational Advisor at Promonte in Serbia and Montenegro. Peter is from London, and has a BA in Business and Finance from South Bank University, London, and an MBA. He has worked as Operational Advisor to the CEO, working with a broad range of commercial and technical operational issues. Additionally, Peter ran the CEO's Office and had been responsible for the development of Real-estate and Site Acquisition. Recently he has taken up the post of VP Technical division. Sigvart Voss Erikson, CMO / VP Commercial - Sigvart is educated graduate civil engineer in industrial economy and has studied history, law and Russian language. He started his career in Telenor in 2001 and has, among other things, held the position as project manager in VimpelCom. He ran the HR operations here in Telenor Pakistan and has recently taken up the post of VP Commercial division. Stefan Carlson, VP/CFO Finance Division - Stefan is a Master of Finance & Accounting from Uppsala University, Sweden. He comes from the CFO position in Telenors Swedish mobile operation, in which he was part of the startup operation in 2001. In addition, Stefan held the CFO position in Moby son, a mobile service provider in Scandinavia for 2 years, and has also spent four years at PricewaterhouseCoopers and 3 years in banking. Khalid Shehzad,VP/CIO IT Division - Khalid has worked extensively with the international telecom sector including stints with Motorola, Millicom, AT&T Wireless, Western Wireless, Ufone and Celtel Int. He has the distinction of being noted as IT Director of the Year for Western Wireless International in 2000 and Employee of the Year within Millicom International in 1996. Khalid has done his Bachelors at UCLA and has a BS in Computer Science and an MBA from IBA, Karachi. Kjell Nordbo, VP/CTO Technical Division - Kjell has more than 25 years telecommunications experience in technical expert positions as well as in management positions within the Telenor Group. Kjell joins Telenor Pakistan after a 4.5 year assignment as CTO in Kyiv star, one of the major mobile operators in Ukraine. He has also gained experience from mobile operations in Greece, Ireland, and Russia. Kjell is a Master of Science from the Technical University of Trondheim, Norway.

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Azhar Amin, CEO Telenor LDI Communications - Azhar is heading Telenors "Long Distance and International" business in Pakistan. He has extensive international experience of managing a variety of switching and transmission facilities for both Wire line and Wireless networks. During his 22 years Career in global Telecom industry, Azhar has worked with Nortel and Bell Canada to deploy and operate complex Telecom networks in Canada, US, Saudi Arabia and Malaysia. He also managed the initial launch of Ufone's GSM Network in Pakistan. Azhar studied Industrial electronics in Canada after his Electrical Engineering education from Pakistan.

The Telenor Brand

Here to Help
For 150 years Telenor has pioneered communications technology. Our innovation was necessary to enable movement and development across Scandinavias long distance and harsh natural conditions. Today we are a major worldwide player, but the same single focus: helping people to communicate.

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The new Telenor brand articulates this ambition and our new logo is a symbol of movement and change our continuous evolution to enable people to communicate better.
The whole Telenor group is committed to our brand promise. We want to make it easy for customers to get what they want, when they want it. We will keep promises and deliver what we say. We will innovate to deliver fresh ideas, and as a global player we respect our customers and their local cultures wherever we operate. Across all markets where Telenor has a presence, the Telenor group is united to help our customers get the full benefit of communication services in their daily lives. In simple words, were here to help.

The Brand
At the heart of our new brand is a new logo. Its a symbol of balance, movement and change. It represents our philosophy of innovation and democratic process and takes its inspiration from Scandinavias long history of design inspired by nature. Of course a brand is much more than just a logo its a set of ideas, a way of doing things and measure of behavior. Of course in many ways Telenor already stands out. We have shown impressive growth and an increasingly international focus, particularly in new growing markets but we can go and need to go much, much further.

Our aim is to be the trusted mobile service provider for the Pakistani customer
Within one year of operations Telenor Pakistan today is the fastest growing network in the country with a rich portfolio of products and services. We have edge of introducing products which are industry first

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and provided consumers with more and more convenient options of communication. Our brand is truly customer centric. We believe in understanding our customers needs which have changed and are changing constantly therefore continuously driving us to innovate in terms of our products and services.

Global Perspective

Telenor

has decided to change worldwide. Why? Because our customers have changed, our markets have changed and the world has changed. Standing still is not an option. The last fifteen years have seen a huge growth in mobile network coverage and an equally rapid evolution of customer requirements. During the last decade, on a global level, Telenor has witnessed a massive growth in subscriptions, intense competitive pressure and an ever increasing focus on price. Today our customers needs vary dramatically according to local market conditions hence the need to change along with them.

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Why Telenor (Apply for a Job)

Why Join Telenor

Telenor

offers exciting and challenging careers with competitive pay, excellent benefits and exceptional advancement opportunities. Our training programs and further education programs ensure a high professional standard amongst our employees. We care about our employees and provide them with a relaxed and enriching working environment.

Equal opportunities for all

Telenor maintains a policy of non-discrimination towards all employees

and applicants for employment. All aspects of employment with Telenor are governed by merit, competence, suitability and qualifications, and will not be influenced in any manner by gender, age, race, color, religion, national origin or disability.

Focus on management development

Telenor's

management and organization shall be imbued with joint values. The Group Management has devised five leadership requirements that apply to all managers in the Group, and all management groups shall discuss what these requirements mean to them. The demands are: Passion for business Change and constant renewal Operational excellence Empower people Integrity

All managers shall be subject to annual evaluations based on these management criteria.

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Hierarchy of Telenor
In the organization there are different types of departments are working. All the departments have its Owen Hierarchical level. We can discuss one by one of these departments hierarchy. 1. 2. 3. 4. 5. Department Level Distribution Department Sales and Distribution Department (S&D) Finance Department Marketing Department

Who works at Telenor Pakistan?

From day one, Telenor had a policy of non-discrimination towards all employees and applicants for employment. All aspects of employment with Telenor are governed by merit, competence, suitability and qualifications, and will not be influenced in any manner by gender, age, race, color, religion, national origin or disability. Today, our work workforce proves that; with 15.47% women working at all levels in the organization, both foreign and local educational backgrounds.

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Departmental Level Hierarchy

Director

Manager

Manager Assistant Manager

Assistant Manager

Assistant Manager

Assistant Manager

Executives

Officers

Exective

Officers

Officers

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Distribution Department Hierarchy

Distribution department can divide into four regions. North Central 1 (Lahore etc.) Central 2 (Faisalabad etc.) South

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Director Regional Director (South) Regional Director (Central 1) Regional Director (Central 2)

Regional Director (North)

Sales & Distribution Manager

Sales and Customer service Manager Assistant Manager Executives / Officers

Executive

Recharge Executive

Retail Officer

Assistant Manager

Executive

Executives / Officers

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Sales and Distribution Department Hierarchy (S&D)

Vice President (CMO) Customer Relation Division

Business

Sales & Distribution

Call Center

Post Paid Customers

Sales & Customer Service Center

S&D

Regional Director 1 Regional Director 2 Regional Director 3

Regional Director 4

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In Center 2 (Faisalabad)

Malik Faisal Quyyum (Director)

Shahid (Manager)

Kashif (Manager)

Executives (6)

Abdur Rehman (Assistant Manager)

Executives (9)

Finance Department Hierarchy

Director

Manager 1

Manager 2

Team Leader/Assistant Manager 1

Team Leader/Assistant Manager 2

Executives

Executives

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Executives Executives

Marketing Department Hierarchy

Director

Manager 1

Manager 2

Team Leader/Assistant Manager 1

Team Leader/Assistant Manager 2

Executives

Executives

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Executives Executives

Human Resource at Telenor Pakistan

Human Resources Division at Telenor Pakistan believes in continuous improvement and is taking the standards of service to the utmost levels of excellence. From providing the best administrative support to facilitate employees work life to creating benchmark security solutions, we are a team of enthusiastic, energetic young people who are geared to perform the best always! From being the best in providing benefits to our employees to the best in providing development opportunities, we have managed to create a culture of passion for business. At Telenor Pakistan, employees are its most valuable asset. We strongly hope that after joining Telenor Pakistan you will become an enthusiastic and valuable member of our family. At Telenor Pakistan we endeavor to provide all employees with excellent working conditions, on-going support and focused direction. Together with your commitment, we will deliver positive results and create opportunities that will benefit the Telenor. Telenor Pakistan believes that a talented and loyal workforce plays a crucial role in the organizations ongoing business success. We value employees overall well-being, offering a wide range of employee 42

benefits and programs to support a good balance between work and family/personal life. We are also committed to assisting employees in exploring, developing and maximizing their full potential, encouraging continuing education through internal and external training and development opportunities.

Human Resource Structure

HR Management Structure

Operational Development Recruitment

HR Operations Admin & Security

Vice President (CMO)

Director

Manager Assistant Manager Executives

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Human Resource Hiring

1. Online Apply 2. Test + Interview

Job Description (JD)

Executive (JD2) Assistant Manager (JD3) Sales and Customer Services Manager (JD4) Regional Director (JD5) Director (JD6)

Interview Panel
Executive (JD2)

JD 2 Human Resource Concerned Department

Assistant Manager (JD3)

JD 3 Human Resource Concerned Department

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Sales and Customer Services Manager (JD4)

JD 4

Human Resource

Concerned Department

HR Director + Department Head

Regional Director (JD5)

JD 5

Human Resource

Divisional Head

HR + CEO

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Definition of Human Resources

The role of a human resources manager has come a long way in the last fifty years. The importance to the organization has grown so that today it plays a pivotal role in ensuring the long term profitability and viable operation. We review all aspects of the human resources management system and report where we are today, and how the management of human capital will continue to improve in the future.

Human Resources Management

Effectively manage human resources with these techniques that remind one that we sometimes have to be both manager and mediator between the interests of the organization and the employees we manage, finding a middle ground that works for everyone.

Human Resource Best Practices

Refresh your skills with this informative article about what constitutes the best practices in human resources today. Invigorate your current HR system and find new ideas that will help in the administration of the HR function.

Environment
Todays labor economy faces new challenges entirely unlike those of the past. With increased international outsourcing of both skilled and unskilled human labor, in addition to aggressive downsizing, seemingly never ending reductions in force programs, cuts in health benefits, and cuts in retirement benefits, levels of employee commitment have dropped dramatically. The resulting effect is a high rate of turnover in the workforce across a broad range of industries. Employers everywhere face a growing need to work around the issue of high employee turnover, and many are finding answers in effective Human capital management solutions.

Time & Attendance

Time tracking solutions address all the systems and processes involved with the payroll, including benefits tracking, time off, data export for payroll, employee schedule management, and more. Getting all these related systems to work together has in the past been difficult to do. Not anymore. We show you the metrics you should be using when 47

comparing time and attendance tracking solutions. Get the facts straight before you make a commitment to any software package. We explore what you need to know.

Executive Recruiting
The field of executive recruiting requires an understanding of the importance of the employment opportunities being filled. Indeed, finding the right leadership is essential to the health of a business or corporation, and without applying the proper strategy to an executive recruiting campaignwithout attracting the right leaders, that isan organization could face a wide range of management dilemmas in both short term and long term scenarios.

A Guide to Effective Hiring

For any business owner or employer who has been faced with the exciting process their companys growth and expansion, hiring highly productive employees is one of the most fundamental components of effectively seeing this process through. For managers and professionals who are well-versed in recruiting and hiring talent for a businesses workforce, it is often found that hiring is one of the most complex, fundamentaland oftentimes rewarding-tasks that they face.

Work Employment and Employee Productivity

Creating a work environment in which employees are productive is essential to increased profits for your organization, corporation or small business. Principles of management that dictate how, exactly, to maximize employee productivity center around two major areas of focus: personal motivation and the infrastructure of the work environment. One of the key factors in leveraging the workforce to produce the most is found through motivational incentives. While the most obvious incentive for increasing employee productivity is often thought to be based on salary and promotions, this is not always the case. In fact, recent thought on the true nature of optimal human resource management has concluded that in a large number of cases, salary has less to do with motivation than do other important factors.

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Employee Motivation
Create an environment that encourages a positive attitude and the sense of mission you feel. Communicate the overall goals of the organization and where the employee fits into it. Revitalize your company with these great tips from this helpful human resources article!

Finding Good Information

Finding the right information about human resources can seem more difficult than it should. It is a complex field of corporate and professional life that encompasses many different areas of application, all of which combined can seem like too much for just one individual to completely understand. Human resources articles serve as a refreshing way to catch up on what is going on in the industry and pick up some tips along the way.

Human Resources Department: Role within the Organization

The function of HR has evolved from the simple management of people to encompass and overlap other areas within the organization, including planning and accounting. We review the current state of the Human Resources department and find how your role within the company can revitalize and energize the pursuit of corporate management targets.

Telecommuting: Is it right for your business? What you should know about allowing workers to work from home
Theres a new American Dream, and its called working from home. For many employees and professionals in the United States, one of the most ideal job arrangements is one in which they choose their own schedule and work from the environment in which they are most

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comfortablethat is, their own house or apartment. Telecommuting, or simply running a business from the home office, is now quite in vogueand this is no surprise. The field of human resources entails a dynamic approach to employee management that has provided a growing number of solutions to employers throughout the years. More recently, it has adopted powerful tools such as metrics in order to administer effective performance management and thereby enhance the workforce constantly making it a more efficient and productive practice overall. Through a combination of precise analytics and a careful human touch, human resources provide a series of useful answers to employers throughout the world. In this way, an effective human resources program is actually able to increase the return on investment that many business leaders can expect from the hiring and training of their workforce.

The Organizational Environment

Organizational Environment: those forces outside its boundaries that can impact it. Forces can change over time and are made up of Opportunities and Threats. Opportunities: openings for managers to enhance revenues or open markets. New technologies, new markets and ideas. Threats: issues that can harm an organization. Economic recessions, oil shortages. Managers must seek opportunities and avoid threats.

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Forces in the Organizational Environment

General Environment
Technological Forces Global Forces Task Environment Competitors Socio cultural Forces

Suppliers

Firm

Customers Economic

Forces

Distributors Political & Legal Forces Demographic Forces

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Task Environment
Task Environment: forces from suppliers, distributors, customers, and competitors. Suppliers: provide organization with inputs Managers need to secure reliable input sources. Suppliers provide raw materials, components, and even labor. Working with suppliers can be hard due to shortages, unions, and lack of substitutes. Suppliers with scarce items can raise the price and are in a good bargaining position. Managers often prefer to have many, similar suppliers of each item.

Distributors: organizations that help others to sell goods. Compaq Computer first used special computer stores to sell their computers but later sold through discount stores to reduce costs. Some distributors like Wal-Mart have strong bargaining power. They can threaten not to carry your product.

Customers: people who buy the goods. Usually, there are several groups of customers. For Compaq, there are business, home, & government buyers.

Competitors: other organizations that produce similar goods. Rivalry between competitors is usually the most serious force facing managers. High levels of rivalry often mean lower prices. Profits become hard to find. Barriers to entry keep new competitors out and result from: Economies of scale: cost advantages due to large scale production.

Brand loyalty: customers prefer a given product.

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Industry Life Cycle

Reflects the changes that take place in an industry over time. Birth stage: firms seek to develop a winning technology. VHS vs. Bet Amax in video, or 8-track vs. cassette in audio.

Growth stage: Product gains customer acceptance and grows rapidly. New firms enter industry, production improves, distributors emerge.

Shakeout stage: at end of growth, there is a slowing customer demand. Competitor rivalry increases, prices fall. Least efficient firms fail and leave industry.

Maturity stage: most customers have bought the product, growth is slow. Relationships between suppliers, distributors more stable. Usually, industry dominated by a few, large firms.

Decline stage: falling demand for the product. Prices fall, weaker firms leave the industry.

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The General Environment

Consists of the wide economic, technological, demographic and similar issues. Managers usually cannot impact or control these. Forces have profound impact on the firm. Economic forces: affect the national economy and the organization. Includes interest rate changes, unemployment rates, and economic growth. When there is a strong economy, people have more money to spend on goods and services. Technological forces: skills & equipment used in design, production and distribution. Result in new opportunities or threats to managers. Often make products obsolete very quickly. Can change how we manage. Socio-cultural forces: result from changes in the social or national culture of society. Social structure refers to the relationships between people and groups. Different societies have vastly different social structures. National culture includes the values that characterize a society. Values and norms differ widely throughout the world. These forces differ between cultures and over time. Demographic forces: result from changes in the nature, composition and diversity of a population. These include gender, age, ethnic origin, etc. For example, during the past 20 years, women have entered the workforce in increasing numbers. Currently, most industrial countries are aging. This will change the opportunities for firms competing in these areas. New demand for health care, assisting living can be forecast. Political-legal forces: result from changes in the political arena. These are often seen in the laws of a society. Today, there is increasing deregulation of many state-run firms.

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Global forces: result from changes in international relationships between unties. Perhaps the most important is the increase in economic integration of countries. Free-trade agreements (GATT, NAFTA, EU) decreases former barriers to trade. Provide new opportunities and threats to managers.

Managing the Organization Environment

Managers must measure the complexity of the environment and rate of environmental change. Environmental complexity: deals with the number and possible impact of different forces in the environment. Managers must pay more attention to forces with larger impact. Usually, the larger the organization, the greater the number of forces managers must oversee. The more forces, the more complex the mangers job becomes. Environmental change: refers to the degree to which forms in the task and general environments change over time. Change rates are hard to predict. The outcomes of changes are even harder to identify. Managers thus cannot be sure that actions taken today will be appropriate in the future given new changes.

Reducing Environmental Impact

Managers can counter environmental threats by reducing the number of forces. Many firms have sought to reduce the number of suppliers it deals with which reduces uncertainty. All levels of managers should work to minimize the potential impact of environmental forces. Examples include reduction of waste by first line managers,

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determining competitors moves by middle managers, or the creation of a new strategy by top managers.

Organizational Structure
Managers can create new organizational structures to deal with change. Many firms use specific departments to respond to each force. Managers also create mechanistic or organic structures. Mechanistic structures have centralized authority. Roles are clearly specified. Good for slowly changing environments. Organic structures authority is decentralized. Roles overlap, providing quick response to change.

Boundary Spanning
Managers must gain access to information needed to forecast future issues. Rod Canyons forecast of Compaqs future was wrong due to his incorrect view of the environment. Boundary spanning is the practice of relating to people outside the organization. Seek ways to respond and influence stakeholder perception. By gaining information outside, managers can make better decisions about change. More management levels involved in spanning yields better overall decision making.

Scanning and Monitoring

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Environmental scanning is an important boundary spanning activity. Includes reading trade journals, attending trade shows, and the like. Gate keeping: the boundary spanner decides what information to allow into organization and what to keep out. Must be careful not to let bias decide what comes in. Inter organizational Relations: firms need alliances globally to best utilize resources. Managers can become agents of change and impact the environment.

Competitors
Mobile phone users in Pakistan are 90,000,000.

Mobilink
The share of Mobilink is 33% customers.

Telenor
The share of Ufone is 24% customers.

U fone
The share of Ufone is 19% customers.

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Warid
The share of Warid Telecom is 17% customers.

Zong
The share of Zong Telecom is 7% customers.

Telenor Market Share and Growth

Market Position:

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SWOT Analysis
A scan of the internal and external environment is an important part of the strategic planning process. Internal Environmental factors to the firm usually can be classified as Strengths (S) or Weaknesses (W), and external factors to the firm usually can be classified as Opportunities (O) or Threats (T).

Strengths (S)
A firms strengths are its recourses and capabilities that can be used as a basis for developing competitive advantages. Easy Load GPRS/MMS Cell Info Display

Weaknesses (W)
The absence of certain strengths may be viewed as a weakness. Less Coverage Area Call Rates Market Shares

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Opportunities (O)
The external environment analysis may reveal certain new opportunities for profit and growth. Genuine Multination Latest and High Technology Market Potential

Threats (T)
Change in the external environment may also present threats to the firm. High Competition

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